55. Larry Tobin is now president of Fairwinds Credit Union in Florida where he started as a part-time
teller. He’s learned to ignore one bit of advice he’s frequently heard, “Work with what you have.”
Tobin doesn’t buy that view. He subscribes to the philosophy that calls for “having the right people on
the bus and the right people in the right seats on the bus.” After Tobin assumed the helm at Fairwinds,
he made several personnel changes. Which of the following seems most important to Tobin?
a.
situational favorableness
b.
initiating structure
c.
position power
d.
goal commitment
e.
empowerment quality
56. Larry Tobin is now president of Fairwinds Credit Union in Florida where he started as a part-time
teller. He’s learned to ignore one bit of advice he’s frequently heard, “Work with what you have.”
Tobin doesn’t buy that view. He subscribes to the philosophy that calls for “having the right people on
the bus and the right people in the right seats on the bus.” After Tobin assumed the helm at Fairwinds,
he made several personnel changes. This ability to make these personnel changes defines Tobin’s:
a.
employee orientation
b.
position power
c.
goal specificity
d.
instrumentality
e.
tactical leadership skills
57. Some employees called CEO Jack Welch, “Bloody Jack” because his restructuring efforts at General
Electric eliminated numerous jobs and product lines without thought to how individual employees
were impacted. Welch was viewed as “the hatchet man,” the source of the firings. Under Fiedler’s
contingency theory, Welch would be viewed by General Electric’s employees as having:
a.
an emphasis on initiating structure
b.
a relationship orientation
c.
weak position power
d.
strong position power
e.
an emphasis on consideration
58. When Stan O’Neal became the CEO of Merrill-Lynch, he began his tenure by firing the entire
management committee. A few months later he fired two of his hand-picked senior executives because
they were “plotting to diminish his authority” and did not want to follow his orders unquestioningly. In
terms of situational favorableness, O’Neal demonstrated:
a.
high leader-member relations
b.
high initiating structure
c.
high goal commitment
d.
high power position
e.
all of these
59. Which of the following approaches to implementing Fiedler’s contingency theory in the workplace has
proven effective?
a.
accurately measuring and matching leaders to situations
b.
teaching managers how to change situational favorableness
c.
creating arbitrary definitions of situations
d.
only hiring supervisors with appropriate leadership traits
e.
creating standing plans concerning leader actions and reactions
60. According to ____, leaders need to make clear how followers can achieve organizational goals, take
care of problems that prevent followers from achieving goals, and then find more and varied rewards
to motivate followers who achieve those goals.
a.
Fiedler’s contingency theory
b.
Blake and Mouton’s leadership grid
c.
the Vroom-Yetton-Jago normative decision model
d.
the path-goal theory
e.
the Boston Consulting Group leadership matrix
61. Which of the following is NOT one of the four leadership styles identified in the path-goal theory of
leadership?
a.
directive
b.
supportive
c.
participative
d.
charismatic
e.
achievement-oriented
62. According to the path-goal theory of leadership, ____ involves letting employees know precisely what
is expected of them, giving them specific guidelines for performing tasks, scheduling work, setting
standards of performance, and making sure that people follow standard rules and regulations.
a.
people-oriented leadership
b.
supportive leadership
c.
participative leadership
d.
achievement-oriented leadership
e.
directive leadership
63. According to the path-goal theory of leadership, ____ involves being friendly and approachable to
employees, showing concern for them and their welfare, treating them as equals, and creating a
friendly climate.
a.
directive leadership
b.
supportive leadership
c.
leadership empowerment
d.
achievement-oriented leadership
e.
participative leadership
64. Jeffrey Bleustein was the CEO who brought Harley-Davidson back from the brink of bankruptcy.
During the first years he was CEO of Harley-Davidson, Bleustein said, “I was quite a directive leader
because we needed to make progress quickly.” Bleustein would have:
a.
been very friendly with his employees
b.
told employees precisely what he expected them to do
c.
used employees’ inputs before making decisions
d.
assumed his employees would assume responsibility and put forth extraordinary effort
e.
used delegation
65. Jan Carlson, the former CEO of Scandinavian Airline Systems (SAS), believes the most important role
for a leader is to instill confidence in people. According to the path-goal theory, this statement
indicates that his leadership style would be:
a.
directive
b.
achievement-oriented
c.
employee-centered
d.
supportive
e.
job-centered
66. According to the path-goal theory of leadership, ____ is very similar to considerate leader behavior.
a.
directive leadership
b.
supportive leadership
c.
participative leadership
d.
achievement-oriented leadership
e.
people-oriented leadership
67. When Stan O’Neal became the CEO of Merrill-Lynch, he began his tenure by firing the entire
management committee. A few months later he fired two of his hand-picked senior executives because
they were “plotting to diminish his authority” and did not want to follow his orders unquestioningly.
O’Neal was using a(n) ____ leadership style to improve Merrill’s profitability.
a.
achievement-oriented
b.
supportive
c.
charismatic
d.
directive
e.
participative
68. When Leon was hired to manage the distribution center, his supervisor advised him to, “Do things that
satisfy followers today or will lead to future rewards or satisfaction.” and “Offer employees something
unique and valuable beyond what they’re experiencing or can already do for themselves.” if he wanted
to be a successful leader. Which leadership theory does Leon’s supervisor apparently believe to be
most effective in making a good leader?
a.
the trait theory of leadership
b.
strategic leadership
c.
the path-goal theory
d.
the theory of initiating structure
e.
the contingency theory
69. Under the leadership of Michael Eisner, Walt Disney Company developed an “executive-centric,
Eisner-centric culture”—whatever Eisner wanted to happen, he made happen. In terms of the path-goal
theory, Eisner used a(n) ____ leadership style to improve Disney’s profitability.
a.
achievement-oriented
b.
supportive
c.
charismatic
d.
directive
e.
participative
70. According to the path-goal theory of leadership, ____ involves consulting employees for their
suggestions and input before making decisions.
a.
directive leadership
b.
supportive leadership
c.
participative leadership
d.
consultative leadership
e.
achievement-oriented leadership
71. In the path-goal theory of leadership, subordinate satisfaction and subordinate performance would be
examples of:
a.
leadership stimuli
b.
subordinate contingencies
c.
environmental contingencies
d.
outcomes
e.
motivational cues
72. Which of the following is an example of an environmental contingency in path-goal theory?
a.
locus of control
b.
subordinate experience
c.
perceived ability
d.
subordinate performance
e.
task structure
73. According to the path-goal theory, which of the following is an example of an environmental
contingency?
a.
the formal authority system
b.
perceived ability
c.
locus of control
d.
subordinate satisfaction
e.
focus of subordinate
74. When Sarah Cummings took over as managing director of Masuichi-Ichimura Sake Brewery, she
discovered that the company’s culture extolled the virtues of creating consensus for new strategies and
policies. Cummings wanted to make immediate and radical changes to the company and did not have
the time to gain consensus, so she used a _____ style of leadership and told employees what they were
going to do instead of maintaining the _____ style that they were accustomed to.
a.
participative; supportive
b.
selling; telling
c.
supportive; directive
d.
participative; delegative
e.
directive; participative
75. Before Tony Hayward succeeded Lord Browne as BP’s chief executive, Hayward delivered an
indictment of BP’s leadership style, corporate culture, and cost–cutting that appeared on the company’s
internal web site under the heading “Hayward Shares Candid Views on 2006.” According to the
memo, John Browne, had an overly directive style of management, which had seriously damaged the
company’s image with its stakeholders. In other words, Browne _____.
a.
increases subordinates’ satisfaction and performance by clarifying and clearing the paths
to goals and by increasing the number and kinds of rewards
b.
lets employees know precisely what is expected of them, gives them specific guidelines
for performing tasks, scheduling work, sets performance standards, and makes sure they
follow standard rules and regulations
c.
is friendly and approachable to employees, shows concern for them and their welfare,
treats them as equals, and creates a friendly climate
d.
exhibits consideration leadership
e.
consults employees to obtain their suggestions and input before making decisions
76. Chang Yung-fa is the chairman of the Evergreen Group and founder of the world’s third-largest
shipping company. Chang strongly believes that “an enterprise cannot do without a professional
businessman at the helm, someone whose responsibility it is to manage the company with an autocratic
touch so that the policies can be vigorously and completely implemented.” According to the path-goal
theory, Chang is describing a(n) _____ leader.
a.
achievement-oriented
b.
supportive
c.
charismatic
d.
directive
e.
participative
77. Pat Kelly, founder and CEO of PSS World Medical, a distributor of medical products, establishes
ambitious goals for his employees and is confident that his employees will be able to achieve these
goals. In terms of the path-goal theory, Kelly is exhibiting ____ leadership.
a.
participative
b.
achievement-oriented
c.
delegating
d.
empowering
e.
supportive
78. When John Mack was CEO of Credit Suisse First Boston (CSFB) he lead the firm by “goading
workers to move out of their comfort zones” and setting challenging goals for them. His high
expectation for his employees indicates that Mack was using ____ leadership style.
a.
achievement-oriented
b.
supportive
c.
charismatic
d.
democratic
e.
participative
79. According to the path-goal theory of leadership, ____ means setting challenging goals, having high
expectations of employees, and displaying confidence that employees will assume responsibility and
put forth extraordinary effort.
a.
directive leadership
b.
supportive leadership
c.
participative leadership
d.
achievement-oriented leadership
e.
empowerment leadership
80. Hot Topic is a fast-growing clothing chain targeted to the alternative teen demographic. Hot Topic’s
former CEO Betsy McLaughlin relied on her employees to locate new trends. McLaughlin consulted
with her employees almost daily for suggestions on what the stores should carry. She relied on their
input before making inventory decisions. McLaughlin used the ____ style of management.
a.
achievement-oriented
b.
autonomous
c.
charismatic
d.
directive
e.
participative
81. W. L. Gore is the company that created Gore-Tex among many other innovative products. Gore
employees (known as associates) don’t have titles or bosses in the traditional sense. Instead, associates
make commitments to work on projects that they believe are most worthy of their time. At Gore, few
leaders are appointed; leaders simply emerge as needed by the other employees or the project itself.
According to the path-goal theory, employees at Gore should have:
a.
high integrity
b.
strong internal locus of control
c.
weak worker readiness
d.
strong concern for production
e.
strong goal congruence
82. W. L. Gore is the company that created Gore-Tex among many other innovative products. Gore
employees (known as associates) don’t have titles or bosses in the traditional sense. Instead, associates
make commitments to work on projects that they believe are most worthy of their time. At Gore, few
leaders are appointed; leaders simply emerge as needed by the other employees or the project itself.
Since the firm has been extremely successful since its inception, you can assume that Hersey and
Blanchard’s situational theory would predict Gore’s employees have:
a.
a high degree of worker readiness
b.
strong goal congruence
c.
a high degree of worker synergy
d.
strong concern for people
e.
strong concern for production
83. Hersey and Blanchard’s situational theory states that leaders need to adjust their leadership styles to
match:
a.
participative requirements
b.
the corporate culture
c.
the situation
d.
worker readiness
e.
employee responsiveness
84. The two types of worker readiness identified by the Hersey and Blanchard’s situational theory are:
a.
task readiness and experience readiness
b.
experience readiness and cognitive readiness
c.
affective readiness and cognitive readiness
d.
psychological readiness and physiological readiness
e.
job readiness and psychological readiness
85. According to Hersey and Blanchard’s situational theory, which of the following is NOT an example of
a leadership style?
a.
telling
b.
empowering
c.
participating
d.
delegating
e.
selling
86. Stan O’Neal is a former CEO of Merrill-Lynch. According to Hersey and Blanchard’s situational
theory, O’Neal is high in task behavior and low in relationship behavior. In other words, he uses a(n)
____ leadership style.
a.
telling
b.
empowering
c.
participating
d.
delegating
e.
selling
87. Betsy McLaughlin, former CEO of the fast-growing clothing chain Hot Topic, relied on her employees
to spot new trends in the market. Since she was high in relationship behavior and high in task
behavior, Hersey and Blanchard’s situational theory indicates that she had a(n) ____ leadership style.
a.
telling
b.
empowering
c.
participating
d.
delegating
e.
selling
88. When Sarah Cummings took over as managing director of Masuichi-Ichimura Sake Brewery, she
discovered that the company’s current culture extolled the virtues of creating consensus for new
strategies and policies. According to Hersey and Blanchard’s situational theory of leadership,
Cummings would most likely have to use a(n) _____ leadership style to encourage its employees to
accept and implement the immediate and radical changes she desired.
a.
telling
b.
empowering
c.
participating
d.
delegating
e.
selling
89. W. L. Gore is the company that created Gore-Tex among many other innovative products. Gore
employees (known as associates) don’t have titles or bosses in the traditional sense. Instead, associates
make commitments to work on projects that they believe are most worthy of their time. At Gore, few
leaders are appointed; leaders simply emerge as needed by the other employees or the project itself.
According to Hersey and Blanchard’s situational theory, what type of leadership style is used by
Gore’s top management?
a.
telling
b.
empowering
c.
participating
d.
delegating
e.
selling
90. United Fruit Company is the owner of the Chiquita brand of bananas. To get the bananas picked,
United Fruit used the ____ leadership style to direct poorly skilled workers in every step of the
process. The workers had a low readiness level.
a.
selling
b.
delegating
c.
empowering
d.
participating
e.
telling
91. The normative decision theory:
a.
states that the situation determines what leadership style to use
b.
assumes that certain inalienable characteristics determine the most effective leaders
c.
helps managers determine how much employee participation should be used in decision
making
d.
assumes leader behavior can be fitted to subordinate characteristics
e.
assumes leaders are generally unable to change their leadership style
92. In an attempt to save Northwest Airlines from bankruptcy, its then CEO Doug Steenland told its
employees that he would eliminate 53 percent of the company’s mechanics and reduce the
compensation of the remaining by 26 percent. In terms of the normative decision theory, Steenland
was:
a.
making consultative decisions
b.
using a telling leadership style
c.
making autocratic decisions
d.
using a selling leadership style
e.
using an adaptive leadership style
93. The Vroom-Yetton-Jago Model is another name for the:
a.
normative decision theory
b.
contingency theory of leadership
c.
path-goal theory of leadership
d.
situational theory of leadership
e.
trait theory of leadership
94. Which of the following decision styles is used in the normative decision model?
a.
participative
b.
achievement-oriented
c.
supportive
d.
group
e.
people-oriented
95. In many organizations, sales managers develop companywide sales forecasts by asking members of
the sales force to decide how much growth they anticipate in their individual sales territories. Sales
managers then take the input from the individual salespeople and create companywide sales forecasts
based on the information supplied by their subordinates. In the normative decision model, this would
be an example of a(n) ____ decision-making style.
a.
consultative
b.
group
c.
autocratic
d.
participative
e.
supportive
96. When Sarah Cummings took over as managing director of Masuichi-Ichimura Sake Brewery, she
discovered that while the company’s current culture extolled the virtues of creating consensus for new
strategies and policies, it had lost money for the past 30 years and was facing bankruptcy. Cummings
might have used _____ to determine how much employee participation she was going to need when
making reorganization decisions.
a.
the path-goal theory of leadership
b.
the contingency theory of leadership
c.
the normative decision theory
d.
Hersey and Blanchard’s situational theory of leadership
e.
the trait theory of leadership
97. Which of the following is an example of a rule used within normative decision theory to increase
decision quality?
a.
the subordinate conflict rule
b.
the goal congruence rule
c.
the worker readiness rule
d.
the commitment requirement rule
e.
the commitment probability rule
98. Which of the following leadership theories uses a decision tree to determine the appropriate level of
participation by subordinates in decision making?
a.
Fiedler’s contingency theory
b.
Blake and Mouton’s leadership grid
c.
path-goal theory
d.
Vroom-Yetton-Jago’s normative decision model
e.
trait theory
99. The normative decision model uses a ____________ to determine the appropriate level of participation
by subordinates in decision making?
a.
cognitive map
b.
leadership grid
c.
goal path
d.
decision tree
e.
trait diagram
100. ____ is the ability to anticipate, envision, maintain flexibility, think strategically, and work with others
to initiate change that will create a positive future for the organization.
a.
Strategic leadership
b.
Initiating leadership
c.
Vision congruence
d.
Progressive leadership
e.
Empathetic leadership
101. Trucking companies are facing labor shortages and unprecedented worker mobility. Leaders are
needed that will do more than simply manage or direct drivers, owner-operators, and the staff that
supports them. Instead these leaders need to inspire, coach, encourage, and guide. They need to earn
consensus by working as part of the team, providing resources to get the job done, then getting out of
the way and letting their people perform. They need to be ____ leaders.
a.
strategic
b.
transactional
c.
directive
d.
autonomous
e.
job-oriented
102. ____ is leadership that creates a positive image of the future that motivates organizational members
and provides direction for future planning and goal setting.
a.
Visionary leadership
b.
Supportive leadership
c.
Transactional leadership
d.
Achievement-oriented leadership
e.
Leadership empowerment
103. Malcolm Thompson was brought in as the CEO of Novalux, a company involved in laser research, to
save the company’s promise of innovation. It’s what he loves: turning ideas into companies, then
shaping those businesses to meet evolving challenges. “You’re never done,” he says. “It always looks
like you’re near the finish line, but there are always new opportunities along the road—and new
obstacles you’d never thought of. That’s part of the exploration—constantly looking at the next problem
and the next solution.” Apparently, Thompson is an example of a(n):
a.
leadership substitute
b.
trait leader
c.
leadership neutralizer
d.
visionary leader
e.
transactional leader
104. The two types of visionary leadership are:
a.
tactical leadership and charismatic leadership
b.
charismatic leadership and transformational leadership
c.
situational leadership and transactional leadership
d.
transformational leadership and transactional leadership
e.
situational leadership and strategic leadership
105. Some psychologists contend that Democratic presidential nominee Al Gore lost the 2000 election
because he was not charismatic. In other words, they think he:
a.
did not have a vision
b.
was not seen as uniquely special
c.
had a participating leadership style
d.
chose his leadership style on the basis of the situation
e.
exhibited goal incongruence
106. In the book, The Science of Good and Evil, its author describes his meeting with the founders of
Google. He described them as visionary leaders, which means their primary goal for being in business
is to:
a.
get rich
b.
show off their intelligence and expertise
c.
create a positive image of the future
d.
have as much free time as possible
e.
be charismatic
107. The two kinds of charismatic leaders are referred to as:
a.
ethical charismatics and unethical charismatics
b.
effective charismatics and ineffective charismatics
c.
transformational and transactional leaders
d.
visionary and nonvisionary leaders
e.
those who have learned how to be charismatic and those who are naturally charismatic
108. The 1993 stand-off between federal agents and people inside the Branch Davidian compound at Waco,
Texas, resulted in the deaths of approximately 80 Branch Davidians, including leader David Koresh
who had declared himself the new messiah. Koresh used ____ to create the strong relationships
between him and his followers who were willing to die for him.
a.
a leadership substitute
b.
transactional leadership
c.
a leadership neutralizer
d.
charismatic leadership
e.
trait leadership
109. ____ refers to the behavioral tendencies and personal characteristics of leaders that create an
exceptionally strong relationship between them and their followers.
a.
Consideration leadership
b.
Charismatic leadership
c.
Transactional leadership
d.
Transformational leadership
e.
Leadership empowerment
110. Charismatic leaders:
a.
articulate a vision based on strongly held values
b.
have strong coercive and reward power
c.
have trouble delegating
d.
base their influence on an exchange process in which followers are rewarded for good
performance and punished for poor performance
e.
are accurately described by none of these
111. When Sarah Cummings took over as managing director of Masuichi-Ichimura Sake Brewery, the
company was facing bankruptcy. Cummings used______ to focus on the premium sake market and got
the company to return to traditional sake production in order to differentiate itself from other
breweries.
a.
strategic leadership
b.
initiating leadership
c.
vision readiness
d.
proactive leadership
e.
empathetic leadership
112. Richard Ward, the new chief executive of Lloyd’s of London, was charged with implementing the
company’s three–year blueprint for change. At his hiring, Ward announced, “I am focusing on
reducing measurably Lloyd’s operating costs by means of a series of practical reforms and
innovations, which will please and motivate Lloyd’s employees and customers.” Ward plans to use
_____ to improve Lloyd’s bottom line.
a.
visionary leadership
b.
supportive leadership
c.
transactional leadership
d.
achievement oriented leadership
e.
leadership empowerment
113. When Robert Haas became the CEO of Levi Strauss & Company, he envisioned Levi Strauss as a
company where a factory worker’s voice was as likely to be heard as the CEO’s. “He’s not the sort of
manager who says, ‘Here’s what you did wrong,’” explains Levi’s former CFO George James.
“Instead, he sits down, looks you in the eye and asks, ‘What do you think you did wrong?’“ Because
of his obvious sincerity, Levi’s employees are fiercely loyal to him. From this description, you can
infer that Haas is a _____.
a.
consideration leader
b.
charismatic leader
c.
transactional leader
d.
reactive leader
e.
leadership delegator
114. People with Machiavellian personalities believe that virtually any type of behavior is acceptable if it
helps satisfy needs or accomplish goals. Put that personality type with the ability to create strong
bonds with followers and you have described a leader who is a(n):
a.
negative transformation leader
b.
transactional leader
c.
country club manager
d.
reactive leader
e.
unethical charismatic leader
115. A type of leader known as a(n) ____ will control and manipulate followers, do what is best for
themselves instead of their organizations, only want to hear positive feedback, only share information
that is beneficial to themselves, and have moral standards that put their interests before everyone else’s.
a.
manipulative charismatic
b.
Machiavellian charismatic
c.
unethical charismatic
d.
illegitimate charismatic
e.
charismatic ombudsmen
116. Transformational leaders:
a.
are able to make their followers feel they are a vital part of the organization
b.
encourage followers to make sacrifices for the organization
c.
help followers see how their jobs fit with the organization’s vision
d.
get employees to see beyond their own needs for the good of the group
e.
are accurately described by all of these
117. James Casey founded UPS in 1907 as a message delivery business. The development of the telephone
would have put an end to the business if Casey had not been a ____ leader who was able to get his
employees to accomplish more than they had thought possible and re-invent the company as a
company that delivered goods for retailers.
a.
transformational
b.
substitute
c.
participative
d.
transactional
e.
supportive
118. ____ generates awareness and acceptance of a group’s purpose and mission and gets employees to see
beyond their own needs and self-interest for the good of the group.
a.
Virtual leadership
b.
Charismatic leadership
c.
Leadership empowerment
d.
Transformational leadership
e.
Transactional leadership
119. Which of the following is NOT a component of transformational leadership?
a.
idealized influence
b.
supportive influence
c.
intellectual stimulation
d.
individualized consideration
e.
inspirational motivation
120. Haas required all Levi’s employees to attend the company’s “core curriculum,” a three-part, ten-day
course covering leadership, diversity, and ethical decision-making. Joined by at least one senior
manager, groups of 20 employees discussed their vulnerabilities, shared their deepest fears, and even
composed their obituaries. Haas was trying to exhibit:
a.
virtual leadership
b.
charismatic leadership
c.
leadership empowerment
d.
transformational leadership
e.
transactional leadership
121. Which of the following is one of the steps recommended for companies to take to reduce the risks
associated with unethical charismatic leaders?
a.
Enforce a clearly written code of conduct.
b.
Recruit, select, and promote managers with high ethical standards.
c.
Train leaders how to value, seek, and use diverse points of view.
d.
Reward employees who act ethically, especially managers.
e.
All of these are recommended steps to take to reduce the risks associated with unethical
charismatics.